228 Chapter 7 also provide a training taking such organizational factors into account. Moreover, every organization may have other needs regarding the training of supervisors to improve the guidance of employees with a work disability. Therefore, effectiveness of trainings, such as ‘Mentorwijs’ could be improved by addressing the needs of an organization before the start of the training or adapting the training in consultation with employers. Lastly, HR or management of organizations should, next to offering trainings to supervisors, structurally strive for measures that improve the inclusion of employees with a disability, as this may also result in more employment opportunities and human resources practices for employability (32). This is important, as solely implementing a supervisor training may not be enough to improve sustainable employment of employees. Conclusion ‘Mentorwijs’ is a promising training to improve the guidance of employees with a work disability. Small positive effects were found on the sustainable employability of employees, but effects attenuated in the long-term. Among supervisors the training mainly improved knowledge and self-efficacy. Further research is needed to examine whether these promising findings of ‘Mentorwijs’ can be replicated in studies with a larger sample size and reduced chance on selection bias. A followup of the training may be needed to also improve intention to adopt and applied attitudes and skills of supervisors and thereby the sustainable employability of employees on the longer term. Further research is also needed to examine how this intervention could be successfully implemented to increase the effectiveness for supervisors and employees, taking contextual factors into account.
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